WINDMILL (Private) Limited plans to transform into a diversified regional agribusiness platform over three years, targeting expansion into Zambia, Mozambique and Malawi as it shifts toward higher-value agricultural inputs.
This comes as the firm revealed during the first quarter that it retired US$6 million in creditor obligations through the sale of industrial stands and is now seeking US$10 million in its next phase of recovery.
Windmill is repositioning itself beyond fertiliser production toward a diversified agribusiness model focused on higher-value inputs, regional market expansion and digital-driven distribution, as it seeks to strengthen its foreign currency earnings and reduce concentration risk.
Windmill chief executive officer Kudakwashe Mundowozi told NewsDay Business that the company’s ambition to transform itself will span three years.
“Over the next three years, our ambition is clear: to transform Windmill from a fertiliser business into a diversified, regionally relevant agribusiness platform,” he said.
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“Fertiliser will remain the foundation, but it will no longer define the entirety of the business.”
Mundowozi said the company expects a significant shift in its revenue mix, driven by higher-value segments such as agrochemicals, biological inputs and animal health products.
“We expect to see a meaningful shift in our revenue mix, with greater contribution from higher-value segments such as agrochemicals, biological inputs and animal health,” he said.
“At the same time, we are targeting measured regional expansion into markets such as Zambia, Mozambique, and Malawi to strengthen our USD revenue base and reduce concentration risk.”
He said the firm’s product portfolio will increasingly reflect climate-smart, precision-driven solutions designed to improve efficiency and resilience for farmers.
Mundowozi added that unlocking domestic inputs such as phosphates and ammonia could significantly improve Zimbabwe’s agricultural competitiveness.
“For this vision to materialise, several factors must align. We require a stable and functional macroeconomic environment, disciplined execution on our capital strategy, and progress in developing local raw material supply chains,” he said.
“Unlocking domestic inputs such as phosphates and ammonia would be transformative, not only for our business, but for the competitiveness of Zimbabwean agriculture as a whole.
“This is where industry and policy alignment becomes critical.”
He said the company was repositioning its value proposition toward productivity.
“We have made a deliberate decision not to compete in a race to the bottom.
“Instead, we are repositioning the value conversation toward productivity and return per hectare.
“Farmers are increasingly sophisticated, and when we can demonstrate yield outcomes, the conversation shifts away from price alone.”
Windmill said it had transformed its operating model to become more demand-driven by positioning inventory closer to farming communities.
“There has also been a notable shift toward digital engagement, with farmers increasingly accessing agronomic advice and product information through mobile platforms. In response, we have transformed our operating model to become more agile and demand-driven,” Mundowozi said.
“This includes positioning inventory closer to farming communities, improving speed-to-market, and integrating our fertiliser offering with complementary crop solutions to provide a more holistic value proposition.”
The firm, hence, is strengthening its digital channels to remain relevant in the evolving market.
“What we are building is not just a supply chain, but a responsive ecosystem aligned to the realities of today’s farmer.”-newsday
